E-12017 DSM Annual Progress Report
3 passages
................................................................................................ 33 14 1.5.1 Education and Outreach .............................................................................................................
AI summary The document outlines sections related to education and outreach, research development, HST updates, and 2018 planned activities, including residential and business programs such as efficient product rebates and custom incentives.
..................................................................................................................... 52 26 3.2.3 Direct Installation.............................................................................................
AI summary The document outlines Efficiency Nova Scotia's 2017 Demand Side Management (DSM) Annual Progress Report, including sections on direct installation, enabling strategies (education, research), planned vs. actual expenditures, and updates from the 2016-2018 regulatory process. Filed March 29, 2018.
t its regulatory requirements and 4 provide a fair and transparent process for stakeholders and Nova Scotians to offer input 5 into DSM Resource Plans, programs, and investments. 6
AI summary The text emphasizes the importance of adhering to regulatory requirements and ensuring a fair and transparent process for stakeholders and Nova Scotians to provide input on DSM Resource Plans, programs, and investments.
E-22017 DSM Evaluation Reports
3 passages
Energy Savings (GWh) Net Energy Savings per Participant (MWh) Peak Demand Savings (MW) HEA Market Evaluation Highlights Satisfaction with HEA was high among participants and EAs in 2017. Participants gave an average satisfaction rating of...
AI summary The 2017 DSM Evaluation Report highlights high participant and EA satisfaction with the Home Energy Assessment (HEA) program, though some issues with rebate amounts and clarity of program requirements were noted. EAs praised the program's environmental benefits and integration of NRCan standards but found rebate calculations challenging. Training on new technologies was identified as a useful future topic.
n the Customer Rebate Guide is a downfall. Indeed, some surveyed participants mentioned the need to clarify the incentive structure and how to reach incentives as a main area for HEA’s improvement. Home Energy Assessment 12 Existing Reside...
AI summary The document discusses feedback on the Customer Rebate Guide and training needs for Energy Advisors (EAs) in the Home Energy Assessment (HEA) program. Some participants called for clearer incentive structures, while EAs suggested training on technology updates, program guidelines, and Nova Scotia-specific climate challenges.
reviewing applications for return and exhaust measures and identifying if projects achieve savings from VFDs through controls or schedule changes. Impact Evaluation 6. Six commercial kitchen projects were reviewed for a total of 16 measure...
AI summary The text discusses the review of commercial kitchen projects and the need for adjustments in energy savings calculations, particularly concerning VFDs and operational hours. It also mentions a mail-in participant survey for BER, highlighting the importance of stakeholder engagement in energy efficiency programs.
E-32017 Program Support Process Evaluation Reports
9 passages
ss at the end stages of development— especially for longer-form creative (e.g., success stories, e-blasts, some native content)—which closely examines syntactical nuances and layout. Recommendation 3-3: ENS already features individuals in...
AI summary The document evaluates ENS's marketing strategies, emphasizing the need to enhance creative content, use targeted imagery, and explicitly highlight non-energy benefits in success stories. Recommendations include improving visual storytelling and aligning imagery with non-energy benefits to strengthen campaign impact.
• Customers participate in one marketing plan; plan is updated regularly updated or more ENS program, refer Medium-term outcomes as needed based on feedback • Broad access to tracking others • All target populations are systems/processes f...
AI summary The text outlines outcomes for ENS programs, emphasizing regular marketing plan updates, broad customer access, cross-departmental collaboration, and increased stakeholder engagement. Long-term goals include streamlined delivery, enhanced customer trust, and greater awareness of energy conservation and ENS initiatives.
ogram-related interactions with customers), customers perceive ENS as a trusted advisor. ENS also hopes participants will share their program experiences with family and friends and refer them to ENS. Indicators: Number and percent of targ...
AI summary ENS aims to enhance customer trust and program participation through marketing campaigns and exceptional service. Key indicators include participation rates, perceived trust in ENS, and trade ally engagement. Data sources include surveys, interviews, and program databases to evaluate marketing effectiveness and stakeholder perceptions.
communicating with the creative agency and overseeing project execution. ENS also has a digital marketing specialist dedicated to building sophisticated digital analytics capabilities and dashboards. The communications team operates simila...
AI summary ENS merged its marketing and communications teams, enhancing collaboration and cohesion. The marketing team includes a digital specialist, while the communications team focuses on stakeholder engagement and educational initiatives. The merger was positively received, though full impacts are still emerging. Research Into Action evaluated the marketing team but not the communications team.
paign and/or creative piece, guiding design, execution, and delivery of the project. In general, the entire process, from initial briefing to campaign implementation, takes approximately 4 to 6 weeks. Overall, program staff report their re...
AI summary The text discusses internal collaboration processes for marketing campaigns, highlighting positive relationships between program and marketing staff, the use of Basecamp for project management, and suggestions to improve interdepartmental communication about marketing goals.
rdination with programs; outreach to stakeholders • Campaign plans documenting: ‒ Goals and objectives...Outreach to stakeholders 3. Allocated resources: staff, • Organizational chart • Document review funding, training • Stated roles and...
AI summary The text outlines the coordination of programs and stakeholder outreach, including campaign plans, allocated resources such as staff, funding, and training, and cross-functional communication plans and processes. It includes details on organizational charts, budgets, training sessions, and communication strategies.
sire for increased support in the process, with one noting in particular that it would be beneficial to have one-on-one discussions with regulatory staff about the best way to interpret Workbook data. Two others expressed a desire for regu...
AI summary Staff expressed the need for increased support and guidance in completing the Incentive Setting Workbook, suggesting that regulatory staff should take responsibility for certain sections. They noted that some sections require specialized skills not typically possessed by program staff, and that the process remains time-consuming even with experience.
] Q25. Do you typically have one key contact at each customer’s organization, or do you work with more than one individual? How does this vary for local versus international organizations? Q26. Is/are the key contact/s typically in decisio...
AI summary The text consists of a series of questions posed to Business Development Managers regarding customer interactions, data management, and challenges and successes of the BD team. The questions focus on customer engagement strategies, key contacts, support needs, customer satisfaction, and the impact of new systems on communication and workflow.
12. How would you define your marketing priorities for the BNI sector? Overall, how well do you think the BD team’s priorities align with your marketing priorities? Why do you say that? Q13. I understand that each BDM is responsible for on...
AI summary The text consists of a series of interview questions aimed at evaluating the collaboration between the Business Development (BD) team and marketing, as well as Energy Solutions Advisors (ESAs) in the context of BNI (Business, Non-Profit, and Institutional) sector outreach and program promotion.
E-4EfficienyOne Application
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a Utility and Review Board Page 3 of 3 April 6, 2018 • Program impact and process evaluations, including evaluated savings results, Delivery Agent input and participant feedback. EfficiencyOne recognizes it is desirable that all stakeholde...
AI summary EfficiencyOne seeks approval for a supply agreement with NS Power for electricity efficiency and a 2019 DSM Resource Plan, emphasizing stakeholder engagement and affordability. The Breton Law Group represents EfficiencyOne in the proceeding.
ding committee for a particular end-use [e.g., HVAC]) 26 or Technical Subcommittee (struck for the development of a particular standard) levels, as 27 oppotiunities arise. DATE FILED: April 6, 2018 Page 23 of24 EFFICIENCY ONE 2019 DSM PLAN...
AI summary This section outlines the Regulatory Affairs activities of ENS in 2019, including negotiations with NS Power on the DSM Resource Plan, filing regular reports with the UARB, and hosting DSM Advisory Group meetings to engage stakeholders and manage ongoing initiatives.
D: April 6, 2018 Page 23 of 24 EFFICIENCYONE 2019 DSM PLAN FILING Appendix A 1 4.3.3 Regulatory Affairs 2 3 Regulatory Affairs activities include UARB processes, DSM Advisory Group initiatives and 4 stakeholder consultation work, industry...
AI summary This section outlines the Regulatory Affairs activities for 2019, including negotiations with NS Power on the 2020-2022 DSM Resource Plan, stakeholder and UARB approvals, and the filing of various reports and updates with the UARB.
Page 6 of 17 EFFICIENCYONE 2019 DSM PLAN FILING Appendix B
AI summary The document is an appendix to the EfficiencyOne 2019 DSM Plan filing, which outlines demand-side management initiatives in Nova Scotia. It includes details on energy efficiency programs, stakeholder engagement, and regulatory processes.
E-9E1 (SBA) RIRs to IR-1 to IR-21
8 passages
ciency Nova Scotia? Q.28: [AMONG THOSE FAMILIAR WITH EFFICIENCY NOVA SCOTIA'S PROGRAMS (‘YES’ IN Q.10] Non-Participants: What is your overall opinion of Efficiency Nova Scotia?
AI summary The text asks individuals who are not participants in Efficiency Nova Scotia's programs for their overall opinion of the organization, indicating a focus on stakeholder feedback and program evaluation.
2017 SBES Study - Participants TABLE 16: TOTAL MENTIONS What was the main benefit, if any, to your company from participating in an Efficiency Nova Scotia business program? Probe: Any others?
AI summary The text references a 2017 SBES study and asks participants about the main benefit of participating in an Efficiency Nova Scotia business program, indicating a focus on program evaluation and stakeholder engagement.
Business Advocate (“SBA”);1 and ii. The results of a survey that evaluated, among other things, why small businesses do or do not participate in efficiency programs. EfficiencyOne produced the first part of this Study and retained Corporat...
AI summary The document outlines the Small Business Energy Study conducted by EfficiencyOne and Corporate Research Associates (CRA) at the request of the Small Business Advocate (SBA) during the 2016-2018 DSM Resource Plan regulatory process. The study aimed to evaluate small business participation in efficiency programs and was developed in collaboration with the SBA under the terms of the Quantum Agreement, despite the agreement not being approved by the UARB.
s regulatory requirements and 4 provide a fair and transparent process for stakeholders and Nova Scotians to offer input 5 into DSM Resource Plans, programs, and investments. 6
AI summary The text emphasizes the importance of regulatory requirements and the need for a fair and transparent process for stakeholders and Nova Scotians to provide input on DSM Resource Plans, programs, and investments.
7 In 2017, Regulatory Affairs activities included: 8 • engaging with regulatory stakeholders, the DSM Advisory Group and consultants, 9 as appropriate, on topics including: 10 o the development approach for the 2019 DSM Resource Plan; 11 o...
AI summary In 2017, Regulatory Affairs engaged with stakeholders on topics such as the 2019 DSM Resource Plan, non-energy benefits quantification, and the Incentive Setting Methodology Study. Activities included UARB reporting, stakeholder meetings, audits, and data provision from NS Power.
pport existing 2 participants in the implementation of energy-efficient upgrades recommended in the 3 primary audit portion of the pilot. 4 5 3.3 Enabling Strategies 6 7 Enabling Strategies will remain an important priority at ENS in 2018...
AI summary The document outlines Enabling Strategies for 2018 at ENS, focusing on Education and Outreach to raise awareness of energy efficiency. Activities include social media engagement, newsletters, advertising, and integrating energy efficiency into education programs.
ng awareness of, and 30 building energy efficiency into, the P-12 curriculum; 31 • working with post-secondary institutions to deliver energy efficiency courses; DATE FILED: March 29, 2018 Page 55 of 68 Date Filed: May 30, 2018 SBA IR-17 A...
AI summary Efficiency Nova Scotia (ENS) outlines its 2018 plans for education, development and research, and enabling strategies, including PACE financing, capacity building, government collaboration, and regulatory affairs.
tional processes or requirements. Are there experiences of unanticipated side- effects, and how have programs be adapted to encounter these realities?
AI summary The text raises questions about the unanticipated side effects of programs and how they have been adapted to address these issues, emphasizing the need for ongoing evaluation and adjustment in regulatory processes.